Informal Learning of the Public Servants' Knowledge Communities

A significant bureaucratic public sector is usually regarded by Taiwanese people as an inefficient organization. However, we question the notion that the sluggish environment can also cultivate useful learning. This study aims to re-conceptualize the key elements which trigger knowledge communities, with reference to the way public servants interact with their colleagues and their environment. It attempts to build on the view that individuals' learning in bureaucratic organizations can be triggered by social processes emanating from their mutual engagements and shared practices. This study leads to the conclusion that the lethargic public sector like the government organization mentioned in this study can nevertheless promote interactions favorable to learning, it may teach useful lessons for other sorts of organization.